Integrated Work Strategies Developing and Supporting Charitable Care
Integrated Work Strategies Developing and Supporting Charitable Care Organization Staff and Volunteers May 8, 2017 Presented at Tennessee Charitable Care Network’s Spring Symposium www. Integrated. Work. com
Developing and Supporting Staff Speaker: Christi Granstaff, MSW Senior Facilitator, Integrated Work Learning Objective: Participants learn of 2 -3 approaches, strategies, or resources that can assist them in creating organizational processes to develop staff and retain them through focused and meaningful development. www. Integrated. Work. com 2
Developing and Supporting Staff • My organization supports and develops staff by… – – – – Having leaders and experienced staff demonstrate knowledge Designating a champion to lead and provide mentorship Offering formal content training Proactively learning about staff challenges, showing empathy, and offering suggestions to address them Focusing on the mission and vision of the overall work Offering incentives Eliciting feedback and suggested improvements and finding ways to incorporate when possible Creating opportunities for staff to get to know one another personally www. Integrated. Work. com 3
What is Important? ü Learning Receiving Mentorship, skills, experience ü Belonging Community, friends, relationship, social ties ü Meaning Contribution, purpose, making a difference www. Integrated. Work. com
Increase Learning ü Culture of development ü Direct conversations ü Stepping back so others can step forward ü Data discussions ü Norms and criteria for decisions ü Assign new roles to develop specific skills www. Integrated. Work. com
Enhance a Sense of Belonging • Doing tasks together makes the work easier and more fun • Friendly competition can improve productivity/results • Promote networking to maximize social connection and engagement. • Pair newer and more seasoned staff members in peer mentoring relationships (can be two-way!) • Engaged peers will offer encouragement and support. • Build in time for discussion and dialogue about the community, issues, or experience. www. Integrated. Work. com
Emphasize Meaning • Doing what is meaningful to us demonstrates and reinforces our most important values and creates engagement and fulfillment; this is your competitive advantage for recruiting talent. • Highlight the significance or impact of each person’s role to the overall mission • Focus on mission, cause, purpose, and making a difference for people (rather than for the organization) • Benefits of meaningful work extend to personal lives • Meaning helps reduce burnout • What creates meaning for you at work? www. Integrated. Work. com
Why Have a Development Model? • Everyone can be a leader within their position • People vary in how and when they cultivate leadership qualities and behaviors • Development can be haphazard and opportunistic • True and lasting development happens on the job, not during training www. Integrated. Work. com
4 D for Staff and Volunteer Recruitment, Retention, and Development • Leadership defines the culture of an organization from the top down • Recruitment: Create an organization that attracts new – and the best – staff and volunteers • Retention: Retain staff and volunteers by creating a culture of development • Development: Build development into the everyday and make it a priority www. Integrated. Work. com
The 4 D Model™ • A framework to assess, monitor and improve leadership skills • A practical, action-oriented approach to leadership development • A guide for leaders to focus on what is most productive at the moment • A structure for growing leaders within your organization www. Integrated. Work. com
4 D – Areas of Mastery DO DELEGATE DEVELOP DESIGN Clarify Role Identify Scope Listen Clarify Vision Understand Goals Match Tasks to Skills Assess Potential Confront Reality Communicate Expectations Build Alignment Think Strategically Create Opportunity Drive Culture Prioritize Work Organize Tasks/Projects Monitor Quality Coordinate Work Model the Way Communicate Progress Track Progress Manage Capacity Ensure Quality Give Valuable Feedback Reflect & Improve Follow Up Manage Risk Offer Support Coach for Growth www. Integrated. Work. com Imagine Possibilities Create Structures/ Systems Anticipate Change Leverage Everything
Self-Assessment A person or team that reported directly to you did not complete a project on time and/or with sufficient quality. You: a. Took the project back and did it yourself. b. Told them what was right and what was wrong, clarified your expectations, and asked them to redo the work. c. Sat down with the individual or group to discover what went wrong, what they might do differently in the future, and what training or support they need. d. Reflected on how to improve the process of assigning and evaluating projects in your organization, and created new methods as a result of this problem. www. Integrated. Work. com
Self-Assessment You had an incredible amount of work to accomplish, multiple deadlines, and not enough time. This happened before, and it will probably happen again. You: a. Worked nights, weekends, holidays to get the work done. You didn’t ask your staff for help because they’re overworked as well. b. Identified those items that could be done by others, and assigned some of your tasks and projects to reduce your workload. c. Scheduled conversations with high-potential staff members to discuss what support they would need to take on more leadership responsibilities. d. Faced the fact that your current role isn’t sustainable the way you’ve been managing it. Stepping back from the current workload, you considered how to better structure leadership responsibilities across the organization. www. Integrated. Work. com
Self-Assessment Think through the last strategic planning session your organization conducted. You: a. Personally organized the event, including writing the agenda and managing all the details, such as what was served for lunch. b. Oversaw preparation by assigning different tasks and ensuring they were well-coordinated, done on time, and consistent with the overall goals. c. Empowered a committee to handle the bulk of the preparation, providing ndirection and resources as needed. d. Ensured the agenda focused on high-level strategic issues and big-picture goals, and contacted board members to gain input and garner support for your organizational vision and plans. www. Integrated. Work. com
Self-Assessment If you were to describe your primary role as CEO over the past year it would be to: a. Make sure I personally accomplish what is expected of me from my board. b. Oversee the work of my leadership team and staff and make sure they are meeting program and quality expectations. c. Provide guidance and support to develop a top-notch leadership team, and ensure there are systems and processes in place to manage our workforce and our workload. d. Explore new possibilities for how our organization can succeed, given the unpredictable environment. Build an understanding of a bold, new vision for the organization, and any “retooling” required to get there. www. Integrated. Work. com
Self-Assessment Your organization decides to initiate a major project to better serve your community. You: a. Conduct research on different options and outcomes, determine on a course of action, and announce it at the next leadership or all-hands meeting. b. Create a project plan, assign staff members various responsibilities on the project, and monitor their progress. c. Assign a workgroup to research options and report their recommendations. You provide guidance and support to the workgroup members. d. Leverage the new project in terms of your strategic goals, using it as a catalyst to strengthen your relationship with the community and several key partners. www. Integrated. Work. com
Self-Assessment If your staff were willing to describe your leadership “foibles, ” they might say: a. You do too much yourself. You’re overworked and don’t usually ask others for help, even when you should. b. You give people tasks and projects but have a tendency to keep most of the control yourself. When you are rushed or under pressure, you may not give enough information and then you get frustrated with the results others produce. c. You are so focused on making sure employees are happy and engaged, you sometimes avoid having tough conversations and giving constructive feedback. d. You love to imagine the future and talk about “where we could be, ” but sometimes it’s hard for others to tell if you really have the focus to make these visions a reality. You can lose track of important details for implementing your ideas, as you are already thinking about where to go next and what to change. www. Integrated. Work. com
Do: Clarify Role Strategy: Ask If Anyone Else Could Do This With the Same or Better Results Your List Their List www. Integrated. Work. com
Delegate: Communicating Expectations Strategy: Always Give the What and the Why Better First Draft Background and Context + Scope of Work and Why + Timeline = Less Back and Forth Positive Reinforcement For Delegatee www. Integrated. Work. com
Develop: Coach for Growth Strategy: Coaching as a Manager Questions to ask yourself: • How can I reframe this situation to encourage growth? • What questions can I ask staff or volunteers to illuminate their potential? • What internal barriers might they have about their work? www. Integrated. Work. com
Develop: Coach for Growth Strategy: Coaching as a Manager Questions to ask your staff: • What did you appreciate about working on this project? • What would you do differently next time? • How did you make the key decisions for this project? www. Integrated. Work. com
Design: Create Systems & Structure Strategy: Structurally Reinforce Progress Towards Vision Identify the existing structures Add on when needed www. Integrated. Work. com
To Consider… What kinds of skills or abilities do staff and volunteers build through their work at your organization? In what ways do you leverage work experiences as learning opportunities? www. Integrated. Work. com
Takeaways • Leaders set the tone for culture of an organization, using their own behavior as a model. • Engage your staff in ways that create lasting connection through learning, belonging, & meaning • 4 D Model® is – a framework for creating a culture to attract and retain staff for the long term. – helps break down the dimensions of leadership into tangible pieces, making it easy for you to see measurable progress. www. Integrated. Work. com
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